Results. Actions. Beliefs. Experiences

Size: px
Start display at page:

Download "Results. Actions. Beliefs. Experiences"

Transcription

1 The Results Pyramid: Experiences + Beliefs + Actions + Results = Culture Results Actions Beliefs Experiences Leaders create experiences every day. Experiences foster beliefs. Beliefs, in turn, drive the actions people take. Collectively, their actions, with few exceptions, produce their results. Source: Change the Culture, Change the Game, Connors and Smith, /4/14 1

2 Key Ideas from Change the Culture, Change the Game Culture building is a leadership imperative. Organizational culture is the way people think and act. Every organization has a culture, which either works for you or against you and it can make the difference between success and failure. Either you will manage your culture, or it will manage you. The experiences, beliefs, and actions of the people in your organization constitute your culture and your culture produces your results. Leaders must ask themselves one all-important question: If everyone in the district/school/department continues to think and act in the same manner as they do today, can you expect to achieve the results you need to achieve? From long years of experience, we know that the leadership team (at the district or at the school level) must shoulder the responsibility of shifting culture. Developing the leadership competency to accelerate the change effectively and then sustain the culture over time is the never-ending role of leadership. You can exclude no one. Culture building will and must involve every single leader in your organization. The old culture will not produce new results. Remember, by definition, the culture produces your results. You can not expect your current culture to produce new results. It simply won t work. In most cases, the current culture is not a bad culture. It s simply a culture that won t produce the new desired results. The new culture always builds on the strengths of the old culture. However, to achieve new results, some shifts in the culture will be required. You can t expect the old culture to magically abandon its powerful, persistent, existing actions and beliefs. That just won t happen. To achieve new results, you must create a new culture that will produce those results. You do this by defining the needed shifts in the way people think (beliefs) and act and then involving them in new experiences that will help them adopt those desired beliefs and actions. Too often, leaders attempt to change the way people act without changing the way they think (i.e. their beliefs). As a result, they get compliance, but not commitment; involvement, but not investment; and progress, but not lasting performance. 9/4/14 2

3 RESULTS DEFINING THE RESULTS THAT GUIDE THE CHANGE Step One: Define R 2 Building a new culture of accountability begins at the top of the Results Pyramid. The first step is to clearly state the new results - R 2 - you want to achieve. Confusion about results is all too common in most organizations. Confusion licenses people to maintain the status quo. Confusion kills the momentum of any change effort because no one feels confident about which direction to move. Describing the shift from old results (R 1 ) to the desired new results (R 2 ) helps everyone grasp the nature of the undertaking. Charting the necessary shift in results consistently reveals the need to shift the way people think and act in order to achieve R 2. Use worksheet #1: Identifying Your Results Shift for this purpose. By definition, a result is an R 2 result when the current culture, C 1, will not produce the thoughts and actions throughout the organization critical to achieving it. Achieving R 2 will, by definition, require a culture change to C 2. That makes it essential that you determine in advance if your desired results really are R 2. We suggest using the four criteria below: 1. Difficulty: Will the desired result take more effort to achieve than past results? The increased difficulty may result from tougher objectives reflecting higher standards. Or the objectives may be similar to those of the past but will need to be accomplished in a tougher environment where maintaining results, let alone improving them, is more difficult. 2. Direction: Will the desired result signal a significant change in direction for the organization? Changing direction could include new definitions of what students need to know and be able to do, shifts in professional practice required to meet new expectations, required responses to changing demographics, etc. 3. Deployment: Will the desired results require a large-scale deployment or redeployment of people or other resources? A redeployment of resources from one part of the organization to another or from one area of focus to another often requires a new way of thinking about how to get things done. 4. Development: Will the desired result demand that the organization develop a new capability or core competencies? Developing new competencies either on the people side, with the capability of leaders or the expertise of personnel, or on the organizational side, with systems and structure, requires a significant change in mindset that justifies a major culture shift. Use worksheet #2: Evaluating Your Results for this purpose. 9/4/14 3

4 RESULTS ACTIONS TAKING ACTION THAT PRODUCES RESULTS Ernest Hemingway once wrote, Never mistake motion for action. Mere motion accomplishes nothing and can prove more exhausting than action. Energy expended without achieving the result can wear you out, emotionally and physically. Below is a list of common practices that often fail to have the intended impact of shifting the culture and getting people to act differently. Ø Distribute the organization values statement. Ø Restructure or reorganize. Ø Hire or fire someone. Ø Change the reward system. Ø Form a team and isolate it from the culture. Ø Promote someone. Ø Rewrite policy. Used in isolation, these practices often fail to produce the desired result of shifting the culture and getting people to act differently. Flailing about with low-impact efforts misdirects energy, wastes time, misses the mark, and breeds frustration. Accelerating a shift in the way people act requires a clear understanding of what you need to stop doing, what you need to start doing, and what you need to keep doing to achieve your R 2. Use worksheet #3: Stop/Start/Continue Analysis. 1. List the A 1 actions that get in the way of achieving R 2. These are actions people should stop doing. Be as honest as you can about what doesn t work. Honestly evaluating what is and is not working will help you answer the question What actions should our people stop because they just don t get R 2 results? 2. Then think of the A 2 actions people don t take but should. What do they need to start doing in order to achieve the R 2 you listed? 3. Finally, determine what key A 1 actions you want people to continue doing. These are the strengths of C 1 that will continue to help you achieve R 2. They provide the foundation upon which you will build C 2. 9/4/14 4

5 RESULTS ACTIONS IDENTIFYING THE BELIEFS THAT GENERATE THE RIGHT ACTIONS BELIEFS If you want to understand why someone is doing something, you must discover their beliefs about what they think will occur as a result of either taking or not taking a particular action. There is a simple yet powerful relationship between the beliefs people within the organization hold and the actions they take. If you change people s beliefs about how they should do their daily work (B 1 ) and help them adopt the new beliefs (B 2 ) you want them to hold, you will produce the actions (A 2 ) you want them to take. When leaders work with this deeper, more lasting aspect of behavior, they tap into the most fundamental accelerator of effective cultural change. Not all beliefs are equal in terms of strength and conviction. Ø A Category 1 belief does not influence people s actions in a dramatic way. When presented with new information, people fairly easily abandon this kind of belief. Ø A Category 2 belief, steeped in experience, is strongly held and not easily abandoned. This belief, developed over time, reflects a strong opinion based upon powerful personal experiences. Ø A Category 3 belief resides at the very foundation of a person s values concerning moral, ethical, principled, right and wrong behavior. People hold such beliefs so deeply that they will abandon them only under extreme pressure and often not even then. Creating a new professional culture does not require we focus on changing every kind of belief. When we talk about shifting beliefs to change the culture, we are usually talking about working with Category 1 and Category 2 beliefs that reflect how we do things around here. Use worksheet #4: Identifying Your Beliefs Shift to support your planning. 1. Begin by asking the question, What current beliefs will prevent us from achieving R 2? This step involves deconstructing C 1. Understanding the components of the current culture, including the existing broadly held beliefs, is essential to knowing what you need to shift in order to achieve R 2. Let us stress that while certain B 1 beliefs are undesirable, they are not necessarily inaccurate. People may be entirely justified in holding certain beliefs. It s not a question of right or wrong; it s a question of effectiveness. Will the existing belief produce the A 2 actions needed to achieve the result? 2. The second question, What beliefs will propel us toward achieving R 2? spotlights missing beliefs that, if adopted, will help people achieve results. These beliefs motivate people to take A 2 actions. 9/4/14 5

6 RESULTS ACTIONS BELIEFS PROVIDING EXPERIENCES THAT INSTILL THE RIGHT BELIEFS EXPERIENCES Whether you realize it or not, you provide experiences for everyone around you every day. Each interaction you have with others in the organization creates an experience that either fosters or undermines desired B 2 beliefs. Quite simply, the experiences you provide create the beliefs people hold. The right experiences create the desired B 2 beliefs. To accelerate culture change, you should ask yourself this key question: What experiences do I need to provide in order to create the B 2 beliefs we need to achieve our R 2 results? Keep in mind that, for good or bad, you are already creating experiences. You will continue to do so, whether you do it consciously or not. Not all experiences are created equal. Experiences leaders provide in an attempt to create B 2 beliefs fall into one of four experience types. Ø Type 1 experiences communicate a clear, meaningful event leading to an immediate insight. It will foster the desired belief without any interpretation by the leader. The odds are great that everyone will interpret the experience in the say way. Type 1 experiences are difficult to find, but they will powerfully influence people to adopt the targeted B s beliefs. Ø Type 2 experiences require careful interpretation before people will adopt the intended B 2 belief. Frequently it is only through repetition of the Type 2 experience that the shift of belief occurs. Congruency of actions and words, consistency of the leader s behaviors to stated expectations, transparency of decisions, sincere requests for and consideration of feedback, authentic involvement of others.all are important to the interpretation of Type 2 experiences. Ø Type 3 experiences do not alter prevailing beliefs, because, for good or ill, people dismiss them as events that fit into the normal pattern of things. Putting vision statements on the wall, writing articles in the district newsletter, posting updates on the district Web-page, making announcements at meetings..people do not take such experiences to heart and they will not convince people to adopt new B 2 beliefs. They may be helpful in promoting the change but can consume low payback investment of time and resources. Ø Type 4 experiences will not, no matter how hard you try, be interpreted the way you intended. Type 4 experiences usually reinforce unwanted C 1 beliefs. You should make every effort to avoid providing such experiences. 9/4/14 6

7 Use worksheet #5: Providing Experiences that Instill B 2 Beliefs to stimulate your thinking about the experiences you need to provide to influence B Identify a B 2 belief you need to establish for your organization or team. Make sure the B 2 belief will play a major role in achieving R 2 results. 2. Identify either a Type 1 or Type 2 experience that you think will foster that B 2 belief. Consider, specifically, what you could do to create each type of experience and support interpretation of the experience. The four steps to providing E 2 experiences listed below will be helpful at this point. 3. Also consider what experiences you do not want to provide. You will want to keep a watchful eye out for needless investment of time and/or resources in Type 3 experiences. Type 4 experiences should be avoided at all times. Sometimes you can avoid Type 4 experiences by seeking feedback from others before you create a planned experience. Ask and listen before you act. The Four Steps to Providing E 2 Experiences There are four important steps you can take to ensure that you provide experiences that will create B 2 beliefs. 1. Plan It: Learn to plan E 2 experiences in advance, both as a team and by yourself. Ask yourself these essential questions: o What B 2 belief do I need to reinforce? o Who is my intended audience for the experience? Whom will they talk to about it? o What specific experience will I provide? Is it a Type 1 or Type 2? o How will I provide the experience so that it reinforces the B 2 belief? o When is the best time to do this? o Who can give me input on my plan? 2. Provide It: Follow your plan and provide the experience. Keep in mind that your experiences cannot be manipulative in any way. Your efforts must be sincere attempts to provide genuine experiences that signal real change. It is a good idea to arrange for someone to observe how you go about providing the experience. You might want them to consider: o Did I do what I planned? o What type of experience do you think I provided? (1, 2, 3, 4) Why? o What feedback can you offer me on how I did? o How do you think people reacted? o Do you think the experience will have the intended effect on B 2 beliefs? 3. Ask About It: This is a critical step. If you don t check in, you will not know if you have hit the mark. Remember the likelihood that people will interpret the experience differently than you might expect. Given this reality, feedback becomes critical to getting it right. Remember: Don t believe everything you think! Ask people about the experience and the beliefs they are forming. When you ask, remember: o Don t get defensive. o Do be curious and listen to what people really think. 9/4/14 7

8 o Don t cut people off by asking a thousand questions. o Do get as much input as you can from as many people as you can. o Don t ask leading questions that bias what people say. Don t forget that asking for feedback on the experiences you crate becomes an experience in and of itself. If done well, it will help foster desired beliefs. If, on the other hand, the feedback indicates that things are not on track, take step four. 4. Interpret It: This step involves acting on the feedback you received and taking the extra steps necessary to interpret the experience you provided in such a way that people form the desired B 2 beliefs. Interpreting experiences for people involves: o Telling them the B 2 belief you want them to have o Explaining how the experience was intended to foster that belief o Clarifying any confusion or answering questions people may raise. Remember, culture changes one person at a time, and the effort to change people s beliefs is worth it. One last thought. Almost invariably when the leadership team at the top decides to shift the organizational culture, it must also shift its own team culture. It is true that we must be the change we want to see happen. 9/4/14 8

The slightest perception of something negative happening can affect an employee s emotional state.

The slightest perception of something negative happening can affect an employee s emotional state. Employee feedback is the core of personal and professional growth. Feedback can help an employee get better at what they do, and surprisingly employees crave feedback. Most managers don t provide enough

More information

Stepping Forward Together: Creating Trust and Commitment in the Workplace

Stepping Forward Together: Creating Trust and Commitment in the Workplace EXCERPTS FROM THE BOOK Stepping Forward Together: Creating Trust and Commitment in the Workplace by Mac McIntire How to Know You ve Made the Right Decision The following is an excerpt from chapter one

More information

A summary of the principles from The Speed of Trust Book:

A summary of the principles from The Speed of Trust Book: A summary of the principles from The Speed of Trust Book: The five waves of trust The first wave, Self-Trust, deals with the confidence we have in ourselves in our ability to set and achieve goals, to

More information

Turning Feedback Into Change

Turning Feedback Into Change White Paper FEEDBACK Turning Feedback Into Change The key to improving personal success Thought leader, Joe Folkman describes a model consisting of three elements to help accept feedback from others and

More information

WE BELIEVE. Who we are and how we create value.

WE BELIEVE. Who we are and how we create value. WE BELIEVE. Who we are and how we create value. We re different. Driving our success is a unique culture of ownership, defined by flexible processes and core beliefs, enthusiastically shared by HNI members.

More information

EVALUATE YOUR ABILITY TO LEAD YOURSELF

EVALUATE YOUR ABILITY TO LEAD YOURSELF EVALUATE YOUR ABILITY TO LEAD YOURSELF STRATEGIC LEADERS KNOW THE SECRET OF LEADING THEMSELVES WELL BY LEYDA ALEMAN, SHRM-SCP 2018 Human Capital Consultants International All Rights Reserved www.hcc-intl.com.

More information

Audience: Six to eight New employees of YouthCARE, young staff members new to full time youth work.

Audience: Six to eight New employees of YouthCARE, young staff members new to full time youth work. YouthCARE Youth Workers and Audience: Six to eight New employees of YouthCARE, young staff members new to full time youth work. Goal: To prepare new youth workers to critically think about and demonstrate

More information

When you are leading at a higher level, the development of people is of equal importance to performance. by Ken Blanchard

When you are leading at a higher level, the development of people is of equal importance to performance. by Ken Blanchard Leading at a Higher Level When you are leading at a higher level, the development of people is of equal importance to performance. by Ken Blanchard For years, The Ken Blanchard Companies has defined leadership

More information

Kotterʼs 8-STEP CHANGE MODEL

Kotterʼs 8-STEP CHANGE MODEL Kotterʼs 8-STEP CHANGE MODEL Kotter s 8-Step Change Model 1 2 3 4 Sense of Urgency Coalition Clear Vision Vision 5 6 7 8 People to Clear Obstacles Shortterm Wins e and Keep Moving Change Contents Overview

More information

How to Begin With Social Media for Your Business Success

How to Begin With Social Media for Your Business Success How to Begin With Social Media for Your Business Success Anna Cairo Consulting About the Author Anna Cairo is a social media consultant & web copywriter. With a focus entirely on the online environment,

More information

What makes a Leader??

What makes a Leader?? What makes a Leader?? Leadership is about Emotions! Managing your emotions is what we call as Emotional Intelligence (EI) Let your emotions work for you, not against you Have you come across these situations??

More information

THE HEART OF A LEADER- PART 1

THE HEART OF A LEADER- PART 1 - PART 1 KEN BLANCHARD 25-03-2014 www.concepthospitality.com 1 The key to developing people is to catch them doing something right This provides satisfaction & motivates performance. Praise immediately,

More information

6 SAFETY CULTURE ESSENTIALS

6 SAFETY CULTURE ESSENTIALS 6 SAFETY CULTURE ESSENTIALS Many organizations want to improve their safety culture in order to reduce injury rates, save money, and increase productivity. But how does a company begin to foster a culture

More information

Exceptional vs. Average: What Top Leaders Do Best

Exceptional vs. Average: What Top Leaders Do Best Consulting Exceptional vs. Average: What Top Leaders Do Best 1 leadership drivers to move from vision to results. Exceptional vs. Average: What Top Leaders Do Best 1 leadership drivers to move from vision

More information

getabstract compressed knowledge Motivation Management Overall Applicability Innovation Style

getabstract compressed knowledge Motivation Management Overall Applicability Innovation Style Motivation Management Fueling Performance by Discovering What People Believe About Themselves and Their Organizations by Thad Green Davies-Black, 2000 268 pages Focus Leadership Strategy Sales & Marketing

More information

If the rate of change on the outside exceeds the rate of change on the inside, the end is near." Jack Welch.

If the rate of change on the outside exceeds the rate of change on the inside, the end is near. Jack Welch. An eight-stage change process If the rate of change on the outside exceeds the rate of change on the inside, the end is near." Jack Welch. The big idea John Kotter (born 1947) is a leading consultant and

More information

Coaching Fundamentals

Coaching Fundamentals Coaching Fundamentals Introduction and Background 1. Coaching as a business model began appearing: a. In the early 1990 s b. In the late 2000 s c. In the early 2000 s d. In the late 1980 s Answer is In

More information

BETTER TOGETHER: BUILDING MORE EFFECTIVE CROSS-FUNCTIONAL TEAMS

BETTER TOGETHER: BUILDING MORE EFFECTIVE CROSS-FUNCTIONAL TEAMS BETTER TOGETHER: BUILDING MORE EFFECTIVE CROSS-FUNCTIONAL TEAMS Although cross-functional teams are increasingly common in today s fastmoving economy, many organizations still follow a silo approach when

More information

10. The Law of Connection Leaders Touch a Heart Before They Ask for a Hand

10. The Law of Connection Leaders Touch a Heart Before They Ask for a Hand 10. The Law of Connection Leaders Touch a Heart Before They Ask for a Hand Principles of the Law: Great leaders are always looking for ways to grow and improve in the area of communications. Effective

More information

Q1 HSE Campaign FY 2014

Q1 HSE Campaign FY 2014 By: HSE Dept ALAM MARITIM GROUP Q1 HSE Campaign FY 2014 Introduction. Who comes to your mind when you think of Leader? In Football Team In Battlefield In Your Department Introduction. How do you define

More information

Qm 2 A community of consultants helping museums and cultural nonprofits Getting Results

Qm 2 A community of consultants helping museums and cultural nonprofits   Getting Results By John Durel A plan without execution will not succeed. A solution without implementation will not solve the problem. A business that produces nothing of value will not be in business for long. A nonprofit

More information

Rebuilding Morale in the Optometric Practice

Rebuilding Morale in the Optometric Practice Cronicon OPEN ACCESS EC OPHTHALMOLOGY Perspective Rebuilding Morale in the Optometric Practice Obakeng Malope* Chairman of Visionstryt, South Africa *Corresponding Author: Obakeng Malope, Chairman of Visionstryt,

More information

1/11/2017 GOAL SETTING WITH YOUR TEAM TEAM MEMBERS IN TODAY S WORLD WHY? PERSONAL AND GROUP

1/11/2017 GOAL SETTING WITH YOUR TEAM TEAM MEMBERS IN TODAY S WORLD WHY? PERSONAL AND GROUP GOAL SETTING WITH YOUR TEAM TEAM MEMBERS IN TODAY S WORLD ENDLESS OPTIONS FOR SECONDARY INCOME INCREDIBLY TIME-CHALLENGED ARE LESS LOYAL THAN IN ANY TIME IN OUR HISTORY A SHORT ATTENTION SPAN WANT SUCCESS

More information

PRESENTATION OUTLINE

PRESENTATION OUTLINE How to Engage Your Business Partners to Embrace Compliance? January 29, 2017 Jennifer Del Villar, CHC, Director of Medicare Compliance/ Medicare Compliance Officer REGENCE / CAMBIA HEALTH SOLUTIONS, Inc.

More information

PRESENTATION OUTLINE

PRESENTATION OUTLINE How to Engage Your Business Partners to Embrace Compliance? January 29, 2017 Jennifer Del Villar, CHC, Director of Medicare Compliance/ Medicare Compliance Officer REGENCE / CAMBIA HEALTH SOLUTIONS, Inc.

More information

Make sure to listen to this audio: as you go through this handout, to get maximum value.

Make sure to listen to this audio:  as you go through this handout, to get maximum value. Seven Steps to Fearless Marketing The Keys to Attracting more Clients with Less Struggle and Effort By Robert Middleton Action Plan Marketing 1 Make sure to listen to this audio: www.marketingball.com/tc/ftc.mp3

More information

A LEADERSHIP TOOLKIT

A LEADERSHIP TOOLKIT A LEADERSHIP TOOLKIT ENHANCING LEADERSHIP CAPABILITY Questions to consider What values should guide my actions? How do I best set an example for others? How do I articulate a vision of the future? How

More information

Recognizing Leadership Blind Spots

Recognizing Leadership Blind Spots Recognizing Leadership Blind Spots And Discovering the Road to Motivating Your Employees dalecarnegie.com Recognizing Leadership Blind Spots and Discovering the Road to Motivating Your Employees Greater

More information

Supervisor Core - Module 2 - Leadership in the Child Welfare System. Ohio Child Welfare Training Program,

Supervisor Core - Module 2 - Leadership in the Child Welfare System. Ohio Child Welfare Training Program, Supervisor Core Module 2 1 Participants can miss no more than 15 minutes during the entire workshop, not per day. If you miss more than 15 minutes, you will be unable to receive credit for attending the

More information

COACHING USING THE DISC REPORT

COACHING USING THE DISC REPORT COACHING USING THE DISC REPORT TAKING THE NEXT STEP Congratulations! You ve taken the first vital step in showing that you are a champion in your organization that wants to make a difference. Your employees

More information

TEAM ALIGNMENT TRUST INSIDE. report. assessments. for Team Name January 30, 2010

TEAM ALIGNMENT TRUST INSIDE. report. assessments. for Team Name January 30, 2010 TRUST INSIDE assessments TEAM ALIGNMENT report for Team Name January 30, 2010 www.integroleadership.com support@integroleadership.com Copyright Integro Learning Company Pty Ltd, Australia Copyright Integro

More information

The Challenger TM Customer: THE NEW REALITY OF SALES

The Challenger TM Customer: THE NEW REALITY OF SALES The Challenger TM Customer: THE NEW REALITY OF SALES FOREWORD Imagine your ideal customer: friendly, eager to meet, ready to buy and become an advocate of your products and services. It turns out that

More information

30 Course Bundle: Year 1. Vado Course Bundle. Year 1

30 Course Bundle: Year 1. Vado Course Bundle. Year 1 30 : Year 1 Vado s 30 Year 1 Vado 1. Employee Career Aspirations Coaching Career Development 2. Communicate Clear and Concise Messages Communication Skills for Managers 3. Conflict Management Expectations

More information

Team Conversation Starters

Team Conversation Starters Team Conversation Starters This guide is intended to help you get started during your action planning session and/or to dig deeper into understanding the feedback you receive from your employees during

More information

The Leadership Challenge

The Leadership Challenge The Leadership Challenge Change is the province of leaders. It s the work of leaders to inspire people to do things differently, to struggle against uncertain odds, & to persevere toward a misty image

More information

XpertHR Podcast. Original XpertHR podcast: 22 September 2017

XpertHR Podcast. Original XpertHR podcast: 22 September 2017 XpertHR Podcast Original XpertHR podcast: 22 September 2017 Hi and welcome to this week s XpertHR podcast with me, Ellie Gelder. Now TUPE, possibly not a term that inspires enthusiasm amongst a lot of

More information

Facilitator s Guide Overview

Facilitator s Guide Overview Facilitator s Guide Overview Introduction This overview manual is designed to assist in using the series of PowerPoint presentations which engage employees in discussions about improving workplace mental

More information

Section 1: The purpose of vision, mission and value statements. This section serves to clarify the various purposes and uses of these statements.

Section 1: The purpose of vision, mission and value statements. This section serves to clarify the various purposes and uses of these statements. Communicating direction, distinctive added-value, culture and boundaries: Compelling vision statements, Actionable mission statements and Guiding value statements Draft 2.0 February 8, 2012 Working Paper

More information

Lesson 4: Continuous Feedback

Lesson 4: Continuous Feedback PURPOSE The purpose of Lesson 4 is to describe how effective performance management is critical to the DoD culture of high performance; identify trust behaviors between supervisors and employees that build

More information

Breaking Bad Habits Letting Go of What Just Doesn t Work in (Individual) Fundraising and Embracing What Does

Breaking Bad Habits Letting Go of What Just Doesn t Work in (Individual) Fundraising and Embracing What Does Breaking Bad Habits Letting Go of What Just Doesn t Work in (Individual) Fundraising and Embracing What Does Jeanne Bell, CompassPoint @JeanneBellCP @cp_change habit: a settled or regular pattern of behavior,

More information

Campaign Skills Trainer s Guide. Module 6 Message Development Creating Powerful and Persuasive Messages

Campaign Skills Trainer s Guide. Module 6 Message Development Creating Powerful and Persuasive Messages Campaign Skills Trainer s Guide Module 6 Message Development Creating Powerful and Persuasive Messages CAMPAIGN SKILLS TRAINER S GUIDE MODULE 6: MESSAGE DEVELOPMENT Creating Powerful and Persuasive Messages

More information

Determining Your Performance Evaluation Mindset

Determining Your Performance Evaluation Mindset Determining Your Performance Evaluation Mindset You should respond to this quiz as you actually think. The result of this quiz does not need to be shared. Answer each question true (T) or false (F) 1.

More information

Caring and Continuous Learning. Building a Culture of Leadership Within Your Organization

Caring and Continuous Learning. Building a Culture of Leadership Within Your Organization Caring and Continuous Learning Building a Culture of Leadership Within Your Organization Agenda Briefly review the principles of leadership Make the case for the importance of employee engagement in achieving

More information

Page 1. Reddico Manifesto. Reddico, Moat Farm Oast, Five Oak Green, Tonbridge, Kent TN12 6RR

Page 1. Reddico Manifesto. Reddico, Moat Farm Oast, Five Oak Green, Tonbridge, Kent TN12 6RR Page 1 Reddico Manifesto 2018 Page 2 Part 4: How we ll run the business the framework The key parts to Reddico s business framework, which we hope will enable people to work at their best are: 1. Openness

More information

Seven ways to be a highly effective person in any environment

Seven ways to be a highly effective person in any environment IX. Committees and Teamwork A strong, functional committee structure is often the working base from which a society will be able to carry out its mission. The outcome of any committee effort provides opportunities

More information

Mind the Agility Gap

Mind the Agility Gap Mind the Agility Gap WHY HR AND LEARNING EXECUTIVES ARE FAILING THEIR ORGANIZATIONS 88% of global HR leaders say building the organization of the future is their biggest challenge. But only 11% say they

More information

Managing Change. By Ann McDonald. to the success of a business. Companies most likely to be successful in making change work to their

Managing Change. By Ann McDonald. to the success of a business. Companies most likely to be successful in making change work to their Managing Change By Ann McDonald The one consistency in the travel industry is change and being able to manage change is crucial to the success of a business. Companies most likely to be successful in making

More information

Learning Resource. Babcock International Group. Allocate and monitor the progress of work.

Learning Resource. Babcock International Group. Allocate and monitor the progress of work. Babcock International Group www.babcock.co.uk/theknowledge Learning Resource Allocate and monitor the progress of work Introduction This handout is about ensuring the work required in your area of responsibility

More information

5 STEPS To become a Charismatic Leader

5 STEPS To become a Charismatic Leader 5 STEPS To become a Charismatic Leader FIVE STEPS To Becoming a Charismatic Leader Charismatic leaders and managers create and maintain a work environment where people are emotionally and intellectually

More information

Performance Feedback and Work Environment Survey

Performance Feedback and Work Environment Survey Performance Feedback and Work Environment Survey This survey is for respondents who are non-managerial employees. If you are a manager of people, please contact Alice Yee Mark at USC (amark@marshall.usc.edu)

More information

There are two types of mentors (leader or life coach) Today we are going to focus on your role as a leader

There are two types of mentors (leader or life coach) Today we are going to focus on your role as a leader 1 There are two types of mentors (leader or life coach) Today we are going to focus on your role as a leader 2 Quiz after this slide. Ask questions to help you come to a conclusion vs Dictate how they

More information

Leadership Summit. Empowering Leaders to Succeed. Leadership Track

Leadership Summit. Empowering Leaders to Succeed. Leadership Track Leadership Summit Empowering Leaders to Succeed Becoming Your Personal Best As a Leader Overview Module 1: What a Leader Is and Isn t Module 2: The Importance of Refining Leadership Skills Module 3: Integration

More information

Standards of Excellence in Civic Engagement

Standards of Excellence in Civic Engagement Standards of Excellence in Civic Engagement How Public Agencies Can Learn from the Community, Use What They Learn, and Demonstrate that Public Knowledge Matters PREPARED BY THE HARWOOD INSTITUTE FOR PUBLIC

More information

A Guide to Competencies and Behavior Based Interviewing

A Guide to Competencies and Behavior Based Interviewing A Guide to Competencies and Behavior Based Interviewing 9.14.2015 HR Toolkit http://www.unitedwayofcolliercounty.org/maphr 2015 Competence is the ability of an individual to do a job properly. Job competencies

More information

Become A Change Champion

Become A Change Champion Become A Change Champion By Mark Williams Head Of Training MTD Training Web: www.mtdtraining.com Telephone: 0800 849 6732 1 MTD Training, 5 Orchard Court, Binley Business Park, Coventry, CV3 2TQ Web: www.mtdtraining.com

More information

TURNING FEEDBACK INTO CHANGE

TURNING FEEDBACK INTO CHANGE TURNING FEEDBACK INTO CHANGE by Joe Folkman In a recent training session Steve was quietly reviewing his feedback. It was apparent from his reactions that he was disappointed in his feedback from his manager,

More information

Toolkit. The Core Characteristics of a Great Place to Work Supporting Framework and Tools. Author: Duncan Brodie

Toolkit. The Core Characteristics of a Great Place to Work Supporting Framework and Tools. Author: Duncan Brodie Toolkit The Core Characteristics of a Great Place to Work Supporting Framework and Tools Author: Duncan Brodie 01 About this document This framework has been designed based on the results of the literature

More information

BLUEPRINT FOR A STRONGER CLUB

BLUEPRINT FOR A STRONGER CLUB BLUEPRINT FOR A STRONGER CLUB BLUEPRINT FOR A STRONGER CLUB It s no secret. The most effective Lions clubs regularly identify ways to expand their humanitarian service impact, develop leaders, and meet

More information

Insurance Operations: Managing Change for Maximum Results

Insurance Operations: Managing Change for Maximum Results Insurance Operations Guide Insurance Operations: Managing Change for Maximum Results A guide to seamlessly update processes and systems Insurance companies are complex organizations managing multiple levels

More information

THE ULTIMATE GUIDE FOR SPONSORS: 15 best practices to manage your sponsorship projects

THE ULTIMATE GUIDE FOR SPONSORS: 15 best practices to manage your sponsorship projects THE ULTIMATE GUIDE FOR SPONSORS: 15 best practices to manage your sponsorship projects WWW.OPTIMY.COM Table of content 1 Research to sponsor the right project......p. 9 Motivation towards your job.....p.11

More information

Summary of Comments on conflict_printable.pdf This page contains no comments

Summary of Comments on conflict_printable.pdf This page contains no comments Summary of Comments on conflict_printable.pdf This page contains no comments Page: 6 Author: AMSC Subject: Sticky Note Date: 8/15/2011 9:34:26 AM Conflict is normal Conflict is a natural part of the

More information

MODULE 4 List and evaluate your personality traits to indicate self-understanding.

MODULE 4 List and evaluate your personality traits to indicate self-understanding. Student name: Date: MODULE 4 List and evaluate your personality traits to indicate self-understanding. Objectives: A. Define personality traits. B. Know examples of major personality traits. C. Evaluate

More information

CHAPTER 3: CHANGE MODULE 4: CULTURE & SYSTEMS MASTERY

CHAPTER 3: CHANGE MODULE 4: CULTURE & SYSTEMS MASTERY Change MODULE 4: CULTURE & SYSTEMS MASTERY CHAPTER 3: CHANGE LEADING CHANGE Facts: Change is constant. The rate of change is accelerating. We work in an increasingly uncertain environment. We face increasing

More information

Conducting Legal Performance Appraisals. Leader s Guide

Conducting Legal Performance Appraisals. Leader s Guide Conducting Legal Performance Appraisals Leader s Guide TrainingABC 2016 Conducting Legal Performance Appraisals Transcript Conducting effective performance appraisals that are legally defensible is an

More information

CHALLENGE CONTROL COMMITMENT HARDINESS RESILIENCE GAUGE A. SAMPLE. October 15, Copyright of MHS All rights reserved.

CHALLENGE CONTROL COMMITMENT HARDINESS RESILIENCE GAUGE A. SAMPLE. October 15, Copyright of MHS All rights reserved. CHALLENGE HARDINESS RESILIENCE GAUGE A. SAMPLE about the HARDINESS RESILIENCE GAUGE Welcome to your Hardiness Resilience Gauge report. The Hardiness Resilience Gauge is grounded in over 30 years of research

More information

MANAGER AS A COACH. Michelle Frederick American University. Worksheets. Presented by

MANAGER AS A COACH. Michelle Frederick American University. Worksheets. Presented by MANAGER AS A COACH Presented by Michelle Frederick American University Worksheets INSTRUCTIONS: Take a moment and reflect on the individual you have worked with or known that motivated you to learn, develop

More information

Positioning CAAs for Innovative Antipoverty Approaches. Management and Leadership Conference National Community Action Partnership Jan 2016

Positioning CAAs for Innovative Antipoverty Approaches. Management and Leadership Conference National Community Action Partnership Jan 2016 Positioning CAAs for Innovative Antipoverty Approaches Management and Leadership Conference National Community Action Partnership Jan 2016 Innovation in GCCAC What behavior or structure supports innovative

More information

PILOT ACADEMY NOAC 2018 FLIGHT PLAN

PILOT ACADEMY NOAC 2018 FLIGHT PLAN PILOT ACADEMY NOAC 2018 FLIGHT PLAN PREPARING FOR TAKE-OFF Our doubts are traitors and make us lose the good we oft might win by fearing to attempt. ~William Shakespeare Through 25 years of research,

More information

Creating a High- Performance Team

Creating a High- Performance Team Assessment Creating a High- Performance Team Complete this book, and you ll know how to: 1) Diagnose the stage of your team s development and use that information to guide your leadership strategy to bring

More information

How to Hire a Consultant

How to Hire a Consultant There are three reasons to hire a consultant: 1. You don t have the time 2. You don t have the expertise 3. You need a neutral or external perspective How to Hire a Consultant OPG s long-term relationships

More information

(800) Leader s Guide

(800) Leader s Guide www.edgetrainingsystems.com (800) 476 1405 Leader s Guide Copyright 2002 Edge Training Systems, Inc. All Rights Reserved This publication may not be reproduced, stored in a retrieval system, or transmitted

More information

The Meaningful Hospitality Smart Hiring Guide

The Meaningful Hospitality Smart Hiring Guide The Meaningful Hospitality Smart Hiring Guide This guide will help you make smart hires by teaching you: What to look for in potential employees What questions to ask in an interview How to ensure you

More information

The Child and Youth Program: Leading the Way for a Bright Future

The Child and Youth Program: Leading the Way for a Bright Future The Child and Youth Program: Leading the Way for a Bright Future Where We ve Been Over the last year and a half, LCYPCs/CYPCs have: Completed monthly reports Reviewed results from two years of field surveys

More information

Recruiting and Retention

Recruiting and Retention Recruiting and Retention Lesson Objective: Lesson Objective: Comprehend the importance of recruiting & retention in your unit. Desired Learning Outcomes: 1. Discuss the importance of recruiting. 2. Formulate

More information

Coaching for Talent Development and Employee Engagement

Coaching for Talent Development and Employee Engagement Coaching for Talent Development and Employee Engagement If you wish to improve the skills of your employees, you must plan to observe them (or their results) and provide them with feedback. If you re like

More information

4-Step Process. PAUL CHERRY Author of Questions That Sell. Questions to Help Unleash Your Team s Goals for the Future

4-Step Process. PAUL CHERRY Author of Questions That Sell. Questions to Help Unleash Your Team s Goals for the Future G.A.P. O. 4-Step Process PAUL CHERRY Author of Questions That Sell Questions to Help Unleash Your Team s Goals for the Future AS A MANAGER, YOUR SUCCESS DEPENDS ON YOUR TEAM S SUCCESS. What better way

More information

Guide to Conducting Effective Performance Evaluations

Guide to Conducting Effective Performance Evaluations 1. Introduction Guide to Conducting Effective Performance Evaluations Performance evaluations are just one element of effective performance management. The overall goal of performance management is to

More information

Volunteerism for the Next Generation

Volunteerism for the Next Generation Valuing and Achieving Diversity in Volunteer Management The goal of achieving organizational diversity is more than a moral or legal issue; it makes good sense! Diversity strengthens and enhances the effectiveness

More information

EXECUTION. The Gap Nobody Knows. The Authors THE DISCIPLINE OF GETTING THINGS DONE. In This Summary

EXECUTION. The Gap Nobody Knows. The Authors THE DISCIPLINE OF GETTING THINGS DONE. In This Summary EXECUTION THE DISCIPLINE OF GETTING THINGS DONE An Executive Book Summary by Jennifer Haywood The Gap Nobody Knows According to authors, Larry Bossidy and Ram Charan, there is a big gap that many people

More information

Executing Strategic Change Operational Excellence Leadership Forum October 4, Research and experience from ODR

Executing Strategic Change Operational Excellence Leadership Forum October 4, Research and experience from ODR Operational Excellence Leadership Forum October 4, 2012 Research and experience from ODR Context for Strategy Execution Strategy Formulation Strategy Execution Operational Excellence 2 Typical Leader Concerns

More information

Motivating Your Booth Staff

Motivating Your Booth Staff The increased cost of sales, the globalization of local economies and the quickening pace of change have increased the importance of every face-to-face interaction on the show floor. Over the past few

More information

HOW YOUR CAREER BACKGROUND CAN HELP YOU BECOME A BUSINESS ANALYST

HOW YOUR CAREER BACKGROUND CAN HELP YOU BECOME A BUSINESS ANALYST By Laura Brandenburg Lesson Objective: After completing this lesson, you ll be able to identify strengths from your career background that will directly support your transition into business analysis.

More information

The best Paralegal interview questions you ve not been asking

The best Paralegal interview questions you ve not been asking The best Paralegal interview questions you ve not been asking Have you been going through interview after interview but no one is standing out? Or are you still struggling to make a final decision between

More information

LEADING A CULTURE TRANSFORMATION

LEADING A CULTURE TRANSFORMATION LEADING A CULTURE TRANSFORMATION CONTENTS Introduction... 1 Understanding Organizational Culture Transformation... 2 Is Culture Transformation Needed in Our Organization in the First Place?... 3 When and

More information

Business Planning for the not so weak-of-heart. Building Materials Reuse Association. Madison, Wisconsin May 14, 2007

Business Planning for the not so weak-of-heart. Building Materials Reuse Association. Madison, Wisconsin May 14, 2007 Business Planning for the not so weak-of-heart Building Materials Reuse Association Madison, Wisconsin May 14, 2007 Sustainability You can t help anyone or anything, including yourself, if your business

More information

Heart of the Matter Basics MSU SEGMENT 1. Jude Del Preore NACM Past President Court Administrator, Burlington County, NJ

Heart of the Matter Basics MSU SEGMENT 1. Jude Del Preore NACM Past President Court Administrator, Burlington County, NJ TRANSFORMATIVE LEADERSHIP 101 The No Fads Heart of the Matter Basics MSU SEGMENT 1 Jude Del Preore NACM Past President Court Administrator, Burlington County, NJ LEADERSHIP When leadership is defined not

More information

MANAGER'S TOOLKIT. Behavior-Based Safety

MANAGER'S TOOLKIT. Behavior-Based Safety MANAGER'S TOOLKIT Behavior-Based Safety SPONSORED BY FORUM EVENTS Manager s Toolkit: Behavior-Based Safety Although most safety programs and research center around safe work practices and engineering solutions

More information

Communication. Understanding

Communication. Understanding Chapter 1 IN THIS CHAPTER Understanding communication 4 Basic communication framework 5 Understanding Communication as a System When something bad happens and poor communication is blamed, people usually

More information

Objective / Logistics / Introductions

Objective / Logistics / Introductions Exceptional Team Leadership: Workshop 9 (of 12) Facilitator: Mary Anne Shew Business Vitality LLC All rights reserved (except MCC images). 585 746 9140 BizVitality.com Objective / Logistics / Introductions

More information

Management And Operations 593: Organizational Politics. Managerial Leadership and Productivity: Lecture 6. [Ken Butterfield]

Management And Operations 593: Organizational Politics. Managerial Leadership and Productivity: Lecture 6. [Ken Butterfield] Management And Operations 593: Organizational Politics Managerial Leadership and Productivity: Lecture 6 [Ken Butterfield] Slide #: 1 Slide Title: Organizational Politics Organizational Politics, Acquiring,

More information

A Guide to Competencies and Behavior Based Interviewing. HR Toolkit

A Guide to Competencies and Behavior Based Interviewing. HR Toolkit A Guide to Competencies and Behavior Based Interviewing HR Toolkit 2015 Competency models help make transparent the skills an agency needs to be successful. Start by identifying competencies that predict

More information

Into Leadership Skills

Into Leadership Skills Into Leadership Skills The Foundation of Leadership Leaders need to have values and vision and to be authentic and agile, aligned and on purpose Values Our true values reside within us at the deepest

More information

Best Practices In Responding To Online Reviews

Best Practices In Responding To Online Reviews Best Practices In Responding To Online Reviews Best Practices In Responding To Online Reviews Reviews are all about public perception, whether the reviewer is right or wrong or even a competitor out for

More information

Thinking about competence (this is you)

Thinking about competence (this is you) CPD In today s working environment, anyone who values their career must be prepared to continually add to their skills, whether it be formally through a learning programme, or informally through experience

More information

2. Do any of the managers appear to have valid arguments for their beliefs as to why formal project management should not be considered?

2. Do any of the managers appear to have valid arguments for their beliefs as to why formal project management should not be considered? 1. What are some of the major problems facing the management of Hyten in accepting formalized project management? (Include attitude problems/ personality problems.) There are many problems faced by Hyten

More information

Key-points in Dealing with Difficult Performance Reviews- Overviews

Key-points in Dealing with Difficult Performance Reviews- Overviews Key-points in Dealing with Difficult Performance Reviews- Overviews By Lynne Eisaguirre By now you may understand that the performance appraisal process is part of an ongoing year-round process of giving

More information

CITB-ConstructionSkills BEHAVIOURAL COMPETENCY FRAMEWORK

CITB-ConstructionSkills BEHAVIOURAL COMPETENCY FRAMEWORK STRATEGIC AWARENESS Definition The ability to stand back and think about the broader perspective in order to visualise the way forward. Thinks ahead and plans for the future Continuously looks for better

More information

5 top questions for finding the best construction accounting software BY FOUNDATION SOFTWARE

5 top questions for finding the best construction accounting software BY FOUNDATION SOFTWARE 5 top questions for finding the best construction accounting software BY FOUNDATION SOFTWARE 5 top questions for finding the best construction accounting software What s the best construction accounting

More information

steps for brand clarity + authenticity mezzanine.co transformation application of brand expression expression expression expression expression

steps for brand clarity + authenticity mezzanine.co transformation application of brand expression expression expression expression expression 2.3 visual expression mezzanine.co 1 / 13 steps for brand clarity + authenticity 2.4 internal expression 3.0 transformation phase 3.1 application of brand conscious branding phase delivery resource conscious

More information

Innovative Marketing Ideas That Work

Innovative Marketing Ideas That Work INNOVATIVE MARKETING IDEAS THAT WORK Legal Disclaimer: While all attempts have been made to verify information provided in this publication, neither the Author nor the Publisher assumes any responsibility

More information